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第五期《IPD指南》創(chuàng)建集成式項(xiàng)目（2/11）

發(fā)布于：2018-07-16 09:34:39

首頁(yè)/技術(shù)分享/工程基礎(chǔ)

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—續(xù)

4.1 IPD 團(tuán)隊(duì)建設(shè)和運(yùn)作

項(xiàng)目團(tuán)隊(duì)是IPD的命脈所在。在IPD中，項(xiàng)目各參與方是作為一個(gè)綜合團(tuán)隊(duì)走到一起的，他們的共同目標(biāo)是設(shè)計(jì)并建造一個(gè)成功的項(xiàng)目。在傳統(tǒng)項(xiàng)目模式中，一旦出了麻煩，項(xiàng)目趨勢(shì)便是大家各自“未雨綢繆”并且保護(hù)自己的經(jīng)濟(jì)利益。如此，合作會(huì)受到影響，項(xiàng)目也會(huì)陷入困境。與此相反，IPD要求所有參與方在項(xiàng)目出現(xiàn)困難的時(shí)候一起將之解決。這種“抱團(tuán)”與“獨(dú)善其身”的區(qū)別至關(guān)重要。因?yàn)樵诋?dāng)今設(shè)計(jì)建造行業(yè)中，在面臨困難的時(shí)候，人們這種獨(dú)善其身的想法非常強(qiáng)烈，從獨(dú)善其身向集成式的、抱團(tuán)的模式轉(zhuǎn)變無(wú)異于文化的轉(zhuǎn)變。因此，集成式團(tuán)隊(duì)、團(tuán)隊(duì)成員采用能做好服務(wù)的新方法之能力、各團(tuán)隊(duì)成員的行為這三方面的結(jié)合是十分關(guān)鍵的。

4.1.1 項(xiàng)目團(tuán)隊(duì)組建和團(tuán)隊(duì)建設(shè)

集成式項(xiàng)目中，盡可能在項(xiàng)目啟動(dòng)之前就成立項(xiàng)目團(tuán)隊(duì)。在某些情況下，可基于先前合作關(guān)系中建立起的信任、舒適和熟悉程度成立項(xiàng)目團(tuán)隊(duì)。另一些情況下，業(yè)主可不必考慮成員之間任何先前存在的合作關(guān)系組建項(xiàng)目團(tuán)隊(duì)。無(wú)論哪種情況，都要盡可能最大程度地在最早的時(shí)間點(diǎn)確認(rèn)和組建團(tuán)隊(duì)成員。

一般來(lái)說(shuō)，項(xiàng)目團(tuán)隊(duì)包含兩類成員：即主要參與方和主要支持型參與方。主要參與方即為那些從項(xiàng)目開(kāi)始到項(xiàng)目結(jié)束都有實(shí)質(zhì)性參與和責(zé)任的成員。例如，在傳統(tǒng)項(xiàng)目中，主要參與方是業(yè)主、建筑師和承包商。不同于傳統(tǒng)項(xiàng)目中各方之間的關(guān)系，IPD中主要參與方更加廣泛，它們通過(guò)合同關(guān)系或憑借其在為項(xiàng)目建立的單一目的實(shí)體（SPE）中的個(gè)人利益而聯(lián)系在一起。請(qǐng)參考下面第六部分中有關(guān)潛在合同編排以及SPE可能性的詳細(xì)內(nèi)容。

主要支持型參與方在集成式項(xiàng)目中扮演著重要角色，但是相比那些主要參與方，其發(fā)揮的作用多是離散性的。在一個(gè)傳統(tǒng)項(xiàng)目中，主要支持型參與方包括主設(shè)顧問(wèn)和分包商。在IPD中，主要支持型參與方與主要參與方之一或由主要參與方組成的SPE直接簽訂合同。無(wú)論哪種情況，主要支持型參與方都要受到管理主要參與方之間關(guān)系的協(xié)作方式和流程的約束。

在IPD中，主要參與方與主要支持型參與方之間的差異因項(xiàng)目的不同而有所變化。舉個(gè)例子，在大多數(shù)項(xiàng)目中，結(jié)構(gòu)工程師名義上不被認(rèn)為是主要參與方，因?yàn)榻Y(jié)構(gòu)工程師發(fā)揮的作用是離散型的，并且很少實(shí)質(zhì)性地參與到項(xiàng)目全時(shí)期中。然而，如果結(jié)構(gòu)設(shè)計(jì)是項(xiàng)目的壓倒性的重要考量（比如在橋梁建設(shè)中），那么結(jié)構(gòu)工程師在整個(gè)項(xiàng)目中就有了實(shí)質(zhì)性的責(zé)任和項(xiàng)目參與。相應(yīng)地，結(jié)構(gòu)工程師就會(huì)作為一個(gè)主要參與方存在。

建立IPD團(tuán)隊(duì)需要非常謹(jǐn)慎，在這里，參與方可作為協(xié)作單位一同工作。團(tuán)隊(duì)的組建要考慮集成式流程所需的能力、團(tuán)隊(duì)動(dòng)態(tài)、兼容性、溝通、建立信任和承諾。雖然沒(méi)有必要，但是團(tuán)隊(duì)組建流程和后續(xù)的團(tuán)隊(duì)建設(shè)可能包括個(gè)性評(píng)估、溝通培訓(xùn)以及其它用于將不同部分塑造成強(qiáng)大團(tuán)隊(duì)所需要的技術(shù)。一旦完成團(tuán)隊(duì)組建，營(yíng)造一種能夠使協(xié)作和開(kāi)放式溝通變得興旺的團(tuán)隊(duì)氛圍十分重要。將團(tuán)隊(duì)定位在聯(lián)合設(shè)施中可以促進(jìn)開(kāi)放式溝通與合作，而且共址會(huì)議不切實(shí)際的時(shí)候，定期會(huì)議和視頻會(huì)議可能會(huì)變得有用。無(wú)論采用哪種項(xiàng)目方式，都有必要建立一個(gè)團(tuán)隊(duì)（在這里，參與方自愿并且能夠一起高效工作）并且為該團(tuán)隊(duì)提供能促進(jìn)協(xié)作的工具和環(huán)境。集中定義用于衡量績(jī)效的項(xiàng)目目標(biāo)和指標(biāo)，以及使個(gè)人成功與項(xiàng)目成功相匹配的報(bào)酬模型，同時(shí)提供激勵(lì)措施使大家作為一個(gè)團(tuán)隊(duì)一同工作。

未完待續(xù)—

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—CONTINUE

4.1 IPD Team Building and Functioning

The project team is the lifeblood of IPD. In IPD, project participants come together as an integrated team, with the common overriding goal of designing and constructing a successful project. If trouble arises on a traditional project, the tendency is often to “batten down the hatches” and protect one’s financial interests. Cooperation suffers and the project flounders. In contrast, IPD demands that participants work together when trouble arises. This “huddling” versus “hunkering” distinction is crucial. Because the hunkering down instinct in the face of trouble is so strong in the design and construction industry today, moving to an integrated, or huddling, approach is tantamount to cultural change. Therefore, the composition of the integrated team, the ability of team members to adapt to a new way of performing their services, and inpidual team members’ behavior within the team are critical.

4.1.1 Project Team Formation and Team Building

In an integrated project, the project team is formed as close as possible in time to the project’s inception. In some instances, the project team will establish itself based on pre-existing levels of trust, comfort and familiarity developed through past working relationships. In other instances, the owner may assemble the project team without regard to any pre-existing relationships among the team members. In any event, and to the greatest extent possible, project team members are identified and assembled at the earliest possible point in time.

Generally speaking, the project team includes two categories of team member: the primary participants, and key supporting participants. The primary participants are those participants that have substantial involvement and responsibilities throughout project, from beginning to end. For example, in a traditional project the primary participants are the owner, architect and contractor. Unlike the relationship in a traditional project, the primary participants in IPD may be defined more broadly and they are bound together by either a contractual relationship, or by virtue of their inpidual interests in a single purpose entity (SPE) established for the project. Refer to Section VI below for details regarding potential contractual arrangements and SPE possibilities.

The key supporting participants on an integrated project serve a vital role on the project, but perform more discrete functions than the primary participants. In a traditional project, the key supporting participants include the primary design consultants and subcontractors. In IPD, the key supporting participants enter into contracts directly with either one of the primary participants, or with any SPE the primary participants have formed. In either event, key supporting participants agree to be bound by the collaborative methods and processes governing the relationship among the primary participants.

In IPD, the difference between the primary participants and the key supporting participants is a fluid distinction that will necessarily vary from project to project. For example, on a majority of projects, a structural engineer is not normally considered a primary participant as it performs a discrete function for the project and is rarely substantially involved for the duration of the project. If, however, structural design is the overriding project concern as, for example, in bridge construction, the structural engineer would have substantial responsibilities and project involvement throughout the course of the project. Accordingly, the structural engineer would serve as a primary participant.

Great care is taken to establish an IPD team where participants can work together as a collaborative unit. Team formation considers capability, team dynamics, compatibility, communication, trust building and commitment to an integrated process. Although by no means necessary, the process of team formation and subsequent team building may include personality assessment, communication training, and other techniques to forge a strong team from disparate parts. Once the team is formed, it’s important to create a team atmosphere where collaboration and open communication can flourish.

Locating the team in a joint facility may facilitate open communication and cooperation, and regular meetings and video conferences may be useful when co-location is impractical. Regardless of the methods employed, it is necessary to establish a team where participants are willing and able to work together effectively and to provide the team with tools and circumstances that facilitate collaborative performance. Collectively-defined project goals and metrics to measure performance, along with compensation models that align inpidual success with project success, also provide incentives to work as a team.

TO BE CONTINUED—

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